Word Order in Spanish

The subject of word order in Spanish can be quite complex, so this lesson should be considered merely an introduction. As you study Spanish, you will encounter a wide variety of ways of ordering words in a sentence, many of them ways that are impossible or awkward in English. In general, Spanish is more flexible with its word order than English is. In both languages, a typical statement consists of a noun followed by a verb followed by an object (if the verb has an object). In English, variations from that norm are used mostly for literary effect. But in Spanish, changes in the word order can be heard in everyday conversation or seen frequently in everyday writing such as that found in newspapers and magazines. Typical Word Orders The chart below shows examples of some common ways of ordering words. Note that in many sentences the subject can be omitted if it can be understood from the context. As a beginning student, you dont need to memorize these word-order possibilities, but you should be familiar with these common schemes so you dont trip over them when you come across them. Type Order Example Comment Statement Subject, verb Roberto estudia. (Roberto is studying.) This word order is extremely common and can be considered the norm. Statement Subject, verb, object Roberto compr el libro. (Roberto bought the book.) This word order is extremely common and can be considered the norm. Statement Subject, object pronoun, verb Roberto lo compr. (Roberto bought it.) This word order is extremely common and can be considered the norm. Object pronouns precede conjugated verbs; they can be attached at the end of infinitives and present participles. Question Question word, verb, subject Dnde est el libro? (Where is the book?) This word order is extremely common and can be considered the norm. Exclamation Exclamatory word, adjective, verb, subject Qu linda es Roberta! (How beautiful Roberta is!) This word order is extremely common and can be considered the norm. Many exclamations omit one or more of these sentence parts. Statement Verb, noun Sufren los nios. (The children are suffering.) Placing the verb ahead of the noun can have the effect of placing more emphasis on the verb. In the sample sentence, the emphasis is more on the suffering than who is suffering. Statement Object, verb, noun El libro lo escribi Juan. (John wrote the book.) Placing the object at the beginning of the sentence can have the effect of placing more emphasis on the object. In the sample sentence, the emphasis is on what was written, not who wrote it. The pronoun lo, although redundant, is customary in this sentence construction. Statement Adverb, verb, noun Siempre hablan los nios. (The children are always talking.) In general, Spanish adverbs are kept close to the verbs they modify. If an adverb starts a sentence, the verb frequently follows. Phrase Noun, adjective la casa azul y cara (the expensive blue house) Descriptive adjectives, especially ones that describe something objectively, usually are placed after the nouns they modify. Phrase Adjective, noun Otras casas (other houses); mi querida amiga (my dear friend) Adjectives of number and other nondescriptive adjectives usually precede the noun. Often, so do adjectives being used to describe something subjectively, such as to impart an emotional quality to it. Phrase Preposition, noun en la caja (in the box) Note that Spanish sentences can never end in a preposition, as is commonly done in English. Command Verb, subject pronoun Estudia t. (Study.) Pronouns are often unnecessary in commands; when used, they nearly always immediately follow the verb. Sample Sentences Demonstrating Spanish Word Order The sentences below  are examples of Spanish as it is most commonly ordered: La atencià ³n a los recià ©n llegados es un reto para las Fuerzas de Seguridad. (Attention to the recently arrived is a challenge for the Security Forces. Here the word order is almost to what you would find in English.) Diagnostican por error una gripe a una joven y terminan amputà ¡ndole la pierna. (They diagnosed the flu by mistake in a boy and ended up amputating his leg. Here the phrase por error, meaning by mistake, is kept closer to the verb, diagnostican, than it would be in English.) Un coche blanco serà ¡ mà ¡s fresco en verano. (A white car will be cooler in summer. The adjective blanco, meaning white, comes after the word for car, coche, not before.)  ¿Dà ³nde està ¡n las oportunidades? (Where are the opportunities? In simple questions, English and Spanish word order can be identical.) Es importante que me diga con quià ©n saliste. (It is important that you tell me who you left with. The pronoun object me, me in English, comes before diga, you left,  the reverse of English. And while the English sentence ends with the preposition with, in Spanish con must come before the word here for who, quià ©n.) Key Takeaways Although word order in Spanish is often similar to that of English, Spanish can be more flexible.Among the key differences are  that descriptive adjectives usually follow nouns, and Spanish sentences cannot end in a preposition.Spanish adverbs usually are placed next to or very close to the words they modify.

How To Nurse A Hangover Essay - 777 Words

Disclaimer: This information is for persons of legal drinking age. If you are 21 are older please drink responsibly. Do not operate any vehicle while intoxicated. Thank you. Introduction: Maybe hangovers are natures way of telling us that too much alcohol is not good for us. Chances are, if you drink alcohol, at some point in your life you have drank way too much of it. When one drinks like that, one must be prepared for the consequences. We all have our own private understanding for that dreadful feeling. Nobody has come up with a way to treat a hangover, but here are some steps to minimize the pain at least until the next party. Sometime you will know in advance that one night will be a particularly sobriety-challenged evening. Here†¦show more content†¦Bourbon drinkers ingest eight times the amount of congeners as do gin drinkers. Red wine has more congeners than white wine does, so consider having fish, rather than steak for dinner. Step 2: Plan for the evening. Now that youve chosen your poison, adopt these strategies regarding mixers and other pitfalls: According to Dr. Consiglio from Mens Health magazine, carbonation speeds alcohol absorption, so consider mixing drinks with water instead of the fizzies. Stay away from sweet tropical drinks, like zombies and pina coladas, and avoid sugary foods like cookies, cake and chocolate while drinking. Sweet flavors make it difficult to know how much alcohol you are taking in, and some people feel that the combination makes ones head spin. Step 3: Safeguard against gross over-indulgence. Its difficult to keep your wits about you when drinking heavily, but if you can remember, keep these things in mind. Disappearing into the kitchen for a big glass of water between alcoholic drinks may be the single best thing that you can do for yourself all evening. 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IT Risk Management NSW Government Comprises

Question: Discuss about the Report for IT Risk Management of NSW Government Comprises. Answer: Introduction NSW Government comprises of a number of operations and applications on a daily basis. The stakeholders that are involved with every single application and the system as a whole are internal as well as external in nature. There are a number of potential security risks in front of the NSW Government that may cause low to extremely severe impact on the same. The document covers the security risks by showcasing them in the form of a diagram and explains each of them in detail. It also covers the challenges that NSW Government may face in implementing the security/risk management policies along with the approach that must be followed to prevent these risks. A comparison between deliberate and accidental threats and risks and uncertainties has also been illustrated in the document. Security Risk Diagram The risks that have been show in the diagram above have got varying degree of severity. The severity of the risks depends upon the type of information that they affect. The information types that are associated with NSW Government are described as follows: For Office Use Only Only the officials that are engaged with the NSW Government are permitted and are authorized to use the information that comes under this category. Access to any one outside the officials will be considered as a security breach. Sensitive Information This information that is present under this category cannot be disclosed under any circumstance without proper authentication and authorization. Sensitive: Personal This is the information that comprises of the personal information of either the user or the fellow organization or agency associated with the NSW Government. Sensitive: Legal With the involvement of a number of internal and external stakeholders and a number of third parties, there is a lot of legal information that is associated with the NSW Government in the form of legal records, policies and many more details. Sensitive: Cabinet This is the information that comprises of the cabinet information such as the policies and decision making documents to enforce a particular policy, other official documents and likewise. Sensitive: NSW Cabinet These are the documents and records that are specifically related to the NSW cabinet such as agendas, policies, laws and associated details. Sensitive: NSW Government NSW Government specific information such as government records, policies, decisions and similar details come under this particular category of information. Sensitive: Law Enforcement There is a lot of information that is associated with the procedure of enforcing a particular law in a specific region or on a wider scale. This is the category of information that is bundled up in this category of information. Sensitive: Health Information The information that is associated with the health of the person is always extremely sensitive in nature and cannot be disclosed without the legal consent of the parties that are involved in a particular piece of information. It may include the medical records of the patient, database of the hospital or other medical agency and likewise. The risks that are displayed in the security risk diagram can now be explained. Data Integrity Risks Data integrity refers to the confirmation and assurance that the data cannot be modified without authorization and authentication to perform the same. NSW Government is open to a number of data integrity risks. Apart from the risk to the integrity of the data itself, there are a number of other risks that may afftect the data integrity. Risks in the processing area can easily occur if accurate preventing or detecting measures are not followed. Reporting is another major area that has a huge significance in the case of NSW Government due to the presence of a vast number of entities. There can be violation of integrity in this area that must be controlled. Another major area is the integrity risk in the adopted policy or infrastructure for a required solution. Network Threats The Network threats are further classified in to four types as listed above. Unstructured Threats: These are the threats that often make use of multiple network systems in order to execute an attack. The system that is attacked and infected is usually not in the knowledge of the perpetrator. Structured Threats: These threats are executed by the skilled attackers and the target system is detected after a random or specific search process. This type of an attack is mostly backed by the presence of a malicious intent. Internal Threats: The threats that can be executed on the internal network of NSW Government come under this category of threats. External Threats: These are the threats that will make use of external networks such as those of the users or third parties (etutorials.org, 2016). Some of the examples of the potential network threats for NSW Government are: IP spoofing is a common network threat that may impact the functioning of the applications of NSW Government. In this type of an attack, the attacker first finds out the IP address of the host and then modifies the packet headers to make it appear to the user that the information is coming for the authorized host. Sniffing is a network threat that works by the process of packet sniffing or monitoring to gain information about the host and the network itself. Mapping or Eavesdropping is another network threat wherein an attacker acquires the information such as IP address of the system, operating systems and the services. Man-in-the-middle attack is a network threat in which the attacker sits in between the network of the host and the destination server. All the activities performed are closely monitored by the attacker to acquire useful information (hubpages.com, 2016). Denial of service and Distributed denial of service attacks These are the attacks in which the attacker floods the network with unwanted traffic that makes the service unavailable until resolution is made. Malware Threats There are a number of malware that are introduced in the system to affect the functioning of the same. NSW Government and the information that is associated with all of its applications are also exposed to a number of malware threats. These malware are further classified in to further types which can be reproducible and non-reproducible in nature and properties. Viruses, worms, Trojan Horses and Logic Bombs are some of the common malware types (www.us-cert.gov, 2016). Application Vulnerabilities The number of components and applications that are associated with NSW Government and its architecture is massive. The same leads to the presence of a number of application vulnerabilities and threats such as those related to the account hijacking and APIs. These vulnerabilities can violate the security and privacy of the information that is associated with the system. Operations Risks These are the types of the risks that may result from the inefficiencies of the resources or the machine that is associated with a particular operation. For instance, poor project management will lead to poor allocation of roles and responsibilities to the associated resources. The skill set of these resources will not be utilized properly and will lead to inadequate results and performance (www.finance.nsw.gov.au, 2016). Business Risks There can be a number of scenarios in terms of internal changes or market trends or other such activity that may slow down the profits associated with the NSW Government. All such possibilities will be covered in this particular category of risks. Legal Risks Violation of any of the legal policy that is associated with NSW Government and the agencies and applications that are associated with it may result in legal penalties and punishment. Such occurrences may lead to a number of legal risks. Risk Register Risk ID Risk Likelihood Impact Risk Ranking RS1 Data Integrity High High High RS2 Network Threats High High High RS3 Malware Threats High Medium-Low Medium RS4 Application Vulnerabilities Medium Medium-Low Medium RS5 Operations Risks Medium Medium Medium RS6 Business Risks Medium High High RS7 Legal Risks Low High High Deliberate and Accidental Threats The risks that are associated with NSW Government or any other organization may be intentional or deliberate in nature or may occur by mistake or be accidental in nature. The following table lists out the differences between the two types. Deliberate Risks Accidental Risks These are the threats that may involve either the use of human to human interaction, human to machine interaction or machine to machine interaction for execution and involves the presence of malicious intent behind the same (Vavoulas, 2016). There is no malicious intent involved in such types of risks as it occurs by mistake or negligence and are always unintentional in nature. The impact that is caused by the deliberate threats is often high to severe. The impact caused by these threats varies from one threat to the other. It may have a low impact to sever impact as well. The risks that are associated with the NSW Government include all the malicious threats such as those of viruses, worms, logic bombs and Trojan Horses. Data integrity and network threats are always deliberate in nature. There are also accidental threats that are associated with the NSW Government. Application vulnerabilities and business risks are the threats that are often accidental in nature (searchsecurity.techtarget.com, 2016). There are also some of the risks that are associated with NSW Government that may be deliberate or accidental in nature depending upon the intent behind the same. For instance, legal risks or the operations risks may occur due to inadequate knowledge or may also be caused by deliberate action. Challenges to implement security/risk management policies Human Factors There are a lot of human entities involved in the overall functioning of the NSW Government. These include policy makers, end-users, workers, managers, leaders, directors and many others. There are also external resources that are present in the overall architecture. There may be situations wherein there will be scenarios of conflicts and disputes among the two parties. The possibility of the same increases when one of the parties is internal and the other one is external. The same causes delay in the timely implementation of the security/risk management policy. Also, it is essential to have effective communication all throughout to ensure that the correct and timely decisions are made. Failure of the same will lead to hindrance in the implementation process. Organizational Factors There are also a number of organizational factors that may occur in the process of implementation of the security/risk management policy. These factors will include the various levels present in the organization such as top level management, middle level management and many others. It is necessary to have the supreme level of transparency at all the organizational levels to have correct implementation of the security policy. Technological Factors Technology is something that is changing at a continuous pace. The same can emerge as one of the major issues in the successful implementation of the security policy. There may be situations where the existing technology of the NSW Government may not be sufficient or compatible with the recommended security mechanism. There will be changes that will be required to be done in the technological architecture to implement the security features that may cause a delay. Risks and Uncertainties There are a number of risks that are associated with a particular system. There can also be certain events which cannot be predicted in advance but always have a possibility in case of a system or an operation. A risk refers to the occurrence of an event that may cause potential damage to the party that is the victim of the same and always come with a certain amount of probability or possibility. An uncertainty on the other hand is an event that can occur and cause damage to the system but can never be predicted in advance. Risks can always be measured and hence, there are measures that can be developed to control the same. The risks can be identified and assessed to devise the risk treatment method specific to a particular risk such as risk avoidance or risk mitigation. However, uncertainties cannot be measured and thus cannot be controlled as well (Surbhi, 2016). There is also a key difference between the risk and uncertainty in terms of the impact. Risks will always have a negative impact on the system which may range from low to severe impact. However, uncertainty can have either a positive or a negative impact depending upon the occurrence of the same and the situation as well. In case of NSW Government, there are a number of risks involved such as data integrity risks, malware threats, operations risks, business risks and many more which have been described above. There can also be a number of uncertainties that may occur that may impact the functioning of NSW Government. A sudden shift in the market that cannot be analyzed or predicted in advance is a common phenomenon. This may have either a positive or a negative impact on NSW Government. There may also be events of natural hazards and disasters. These events may have a serious damage to various components that are involved with the NSW Government. Approaches to Risk Control and Mitigation Enhanced Disaster Recovery NSW Digital Information Security Policy (DISP) can proceed successfully with the help of Disaster Recovery strategy. A well planned disaster recovery technique can ensure successful delivery and continuity of the services. These strategies will also ensure that in the time of a disaster, all the information is kept safe and secure well in advance, this strategy will enable the system to be prepared for any of the security attack. A strong back-up plan will also be incorporated in the disaster recovery strategy. Network Controls There are a number of network threats that have been listed above and the same may cause serious damage to NSW Government and its components. Network controls such as time to time network scans along with other mechanisms such authorized network monitoring and advanced intrusion detection systems will enable NSW Government to control as well as mitigate these risks. Malware Controls The list of possible malware that may attack the system is endless. However, there are a number of controls that must be installed to stay protected from such attacks. These controls include installation of anti-virus software, use of enhanced web security and installation of firewall as well. Legal and Regulatory Compliance Adherence to the legal policies and regulatory policies is a must for all the components of NSW Government. The same must be maintained to make sure that the legal risks do not occur. It can be done with the help of a dedicated legal team that will closely monitor all such activities and will also detect any deviation in the path of the same. Advanced identity and access management Access control and identity management is of prime importance to control and mitigate all of the security risks. These include the measures such as use of physical security, Single Sign Offs, Single Sign On, One Time Passwords, strong passwords, unique identification method and many more. Conclusions NSW Government as a system is massive in nature and comprises of a number of entities in the form of human factors, machine, processes, interfaces and applications. The same leads to a number of potential security risks such as legal risks, operations risks, business risks, malware threats, network threats, data integrity risks and application vulnerabilities. These risks can have varying degree of impact depending on the category of the information that it affects. There are also a number of uncertainties that are associated with the NSW Government. There are a number of security measures that can be implemented to make sure that the possibility of such events is controlled and the same can be mitigated if occurred. These include a number of network and malware controls, identity management, access management, legal and regulatory compliance along with enhanced disaster recovery plan. There can be issues in the implementation of these security and risk management policies in terms o f the human factors, organizational factors and technological factors. References etutorials.org,. (2016). The Four Primary Types of Network Threats :: Chapter 1: Understanding Network Security Threats :: Part I: Introduction to Network Security :: CCSP Cisco Certified Security Professional Certification :: Networking :: eTutorials.org. Etutorials.org. Retrieved 19 August 2016, from https://etutorials.org/Networking/Cisco+Certified+Security+Professional+Certification/Part+I+Introduction+to+Network+Security/Chapter+1+Understanding+Network+Security+Threats/The+Four+Primary+Types+of+Network+Threats/ hubpages.com,. (2016). Different Types of Network Attacks And Security Threats and Counter Measures. HubPages. Retrieved 19 August 2016, from https://hubpages.com/technology/Types-of-Network-Attacks searchsecurity.techtarget.com,. (2016). Accidental insider threats and four ways to prevent them. SearchSecurity. Retrieved 19 August 2016, from https://searchsecurity.techtarget.com/tip/Accidental-insider-threats-and-four-ways-to-prevent-them Surbhi, S. (2016). Difference Between Risk and Uncertainty - Key Differences. Key Differences. Retrieved 19 August 2016, from https://keydifferences.com/difference-between-risk-and-uncertainty.html Vavoulas, N. (2016). A Quantitative Risk Analysis Approach for Deliberate Threats. Retrieved 19 August 2016, from https://cgi.di.uoa.gr/~xenakis/Published/39-CRITIS-2010/CRITIS2010-RiskAnalysisDeliberateThreats.pdf www.amsro.com.au,. (2016). Information Technology and Security Risk Management Top 12 Risks What are the risks? What are the solutions?. Retrieved 19 August 2016, from https://www.amsro.com.au/amsroresp/wp-content/uploads/2010/12/AMSRO-TOP-12-Information-Technology-Security-Risk-Management-1.pdf www.finance.nsw.gov.au,. (2016). NSW Government Digital Information Security Policy | NSW ICT STRATEGY. Finance.nsw.gov.au. Retrieved 19 August 2016, from https://www.finance.nsw.gov.au/ict/resources/nsw-government-digital-information-security-policy www.praxiom.com,. (2016). ISO IEC 27000 2014 Information Security Definitions. Praxiom.com. Retrieved 19 August 2016, from https://www.praxiom.com/iso-27000-definitions.htm www.us-cert.gov,. (2016). Malware Threats and Mitigation Strategies. Retrieved 19 August 2016, from https://www.us-cert.gov/sites/default/files/publications/malware-threats-mitigation.pdf

Sydney Opera House

Introduction There are numerous art works that have been produced before and some of them are where art publications exist. The Sydney Opera house is an instance of where numerous art publications exist making it a place which is used for multiple purposes of performing arts by various artists in different settings.Advertising We will write a custom essay sample on Sydney Opera House specifically for you for only $16.05 $11/page Learn More The Sydney Opera House is a masterpiece which can never be compared to another due to the way it stands out when compared to other Houses. In fact, according to Braithwaite, in the 20th century, never has been an art publication of great beauty as the Sydney house of opera when he was giving Jà ¸rn Utzon the pricktzer price (2007). The Sydney opera house is located in Sydney, Australia. It has attracted numerous tourists who visit Australia yearly. The Sydney opera house has a parking station which is situated undergr ound. The parking underground parking space was designed to host the numerous cars that visit the Sydney opera house (Drew, 1995). The field-Stakeholders and partners involved The key stakeholder of the Sydney Opera House was Jà ¸rn Utzon who was an architect from Danish. This is because he was the one who was involved in the design of the performing art centre. What actually assisted him in winning the competition which was global in 1957 was due to the way he visionalised the exterior of the building to appear. What particularly Jà ¸rn Utzon the architect from Danish was concentrated on was the design (Boyd, 1973). The time that would take to build the performing art centre and the total costs that were to be incurred would become none of his business. In the nearby future, Otzon did not realize that this would become a major problem. In finishing the design of the Sydney Opera House. It should be noted that the project of constructing the Sydney Opera House did not have a proje ct manager but was actually a collaboration between the architect, Jà ¸rn Utzon and Ove Arup who was the person appointed as the one in charge of the engineering and the structure of the building (Clark Pause, 1985). The other main stakeholder of the Sydney House of Opera was the government of New South Wales. This is because they were the main client. Joe Cahill, who was the labor premier, initiated the project under the authorization of the government of Australia (Fromonot, 2000). The client appointed people who did not have the technical skills required to act as the part time executive committee (Dellora Wansbrough, 1998).Advertising Looking for essay on architecture? Let's see if we can help you! Get your first paper with 15% OFF Learn More The client acted as a huge obstacle to the construction of the Sydney Opera House since it was busy making changes when the project was continuing. They therefore contributed to the delay of the project and worse still, cos t overrun. Worse still was the appointment of a new minister due to the formation of a new government who stopped giving Utzon his salary (Giurgola, 1980). The consulting firms and the companies which were involved externally acted as stakeholders. The Sydney opera House would later require new techniques which were offered by them for instance computer-based 3D images. The last stakeholder was the public that is the citizens of Australia since they would act as the clients of the newly constructed building. In addition to that, the public supported Utzon on his major come back after his resignation in 1966 (Kerr, 1993). The theory From the onset of the project, a lot of delays and risks were associated with its construction till the end. From the way they chose the architect, the project no wonder took quite a long time to complete. It is said that Utzon, before delivering his design did not seek any approval of any engineer. Not that Utzon did not do a perfect design, if he had so ught for assistance then the redesigning of the project would not occur that much (Baume, 1967). Going to the people who were involved in the construction of the Sydney Opera House, they left all the final decisions to be made by Utzon. They say two heads are better than one but although his assistant Ove Arup was involved in the decision making, the final decision maker was always Utzon (Park, 1973). Many redesigns and reconstruction of the Sydney Opera House occurred under Utzon as the final decision maker. There was nothing to debate about since Utzon was viewed as the leading professional person in the management team.Advertising We will write a custom essay sample on Sydney Opera House specifically for you for only $16.05 $11/page Learn More This in turn did not go well for him since a lot of expenditure occurred and time was delayed leading to the government mistrusting him on whether he was really capable of the duties that he had been appointed (Ove Arup Partners 1973). As a result, the Sydney Opera House of Trust was created to assist in the management of the Sydney Opera House. Due to their lack of awareness on construction and designing issues, the committee that was appointed agreed most of the time to what Utzon had to offer. After sitting two years doing nothing, the committee came up with an idea of increasing the number of rooms unlike in the initial design. Their efforts were futile since they were not educated on the construction and the way to go (Sommer et al., 1994). In addition to that the techniques that were to be involved in the construction were never been tried before by any one. In order to calculate the stress points that would be used to support the roof, computers proved to be an important invention in that project. The costs of the project were under estimated since they lacked the knowhow of what would be involved in the project (Utzon, 1965). The object The object that was to be constructed was t he Sydney Opera House. The Sydney Opera House was to act as a substitute for the existing performing theatre since it proved to be small. Although the building did not end up as originally designed, the Sydney Opera house has five auditoria which are counted as its rooms making the building have a total of approximately 1000 rooms (Andersen, 2005). Although the building proved to be an artifact that would be written in the books of history, there were major complications that were involved. For starters, the client took a major risk since they ordered the commencement of the Sydney Opera House way before the intended design was finished. The manner in which the artistic roof was to be created and the interior of the Sydney House of Opera were to be created as the ground work of the building was continuing (Nobis, 2004).Advertising Looking for essay on architecture? Let's see if we can help you! Get your first paper with 15% OFF Learn More In addition to that, he was put in a position that he had to make sure that the interior space which he was design was enough to sustain the required number of seats which would accommodate a large audience more than three thousand five hundred. The construction of the roof in specific the outer shell proved to be an uphill task. Although its design was put in books, it was hard to be in reality. In addition to that, the original design of the interior proved not to be stable since they were required to be changed repeatedly. This means that as the interior designed changed, the outer shells had to be at par with it in changing (Rogers, 2001). The designer The life that Utzon lived including his travels acted as a major inspiration for the design of the Sydney Opera House. In fact, he had never been to Sidney before especially the place where the construction was to take place. However, he took advantage of the background of maritime that he possessed to understand the naval charts of the Sydney harbor (Mikami, 2001). The outer shells, which are sometimes referred to as sails of the Sydney Opera House, were as a result of his experience with shipbuilding. In addition to that due to the fact that he was conversant with ship building, the challenges of constructing the Sydney Opera House gave him a smother time. His acquaintance with Mexico gave him the inspiration that actually the building would be placed on a horizontal wide platform (Hall Todd Littlemore, 1968). Otzon began his work in 1959 after a ground ceremony in which Joe officiated. Joe Cahill was the New South Wales Premier. During the start of the construction program, Otzon had a smooth running since he could alter his designs in whatever manner he wanted. Altering of the designed proved to be quite costly for the government. In addition to that, time was running out of hand, when the new government was appointed, came new Minister who was to oversee the running of the project (Metcalf, 2001). The project was estimated to be finished in 1963 but in 1965, the project was still behind the schedule that was approximated to be finished. The client which was the government decided that it would no longer offer payments to Otzon. David, who was the administrator for public works, claimed refunds. In 1966, Otzon quit and the money was refunded (Romthon William, 2006). The original estimated amount of budget of expenses was AUS$7 million after the design was submitted. But according to Murray (2004), his government donated AUS$100,000 and then came up with a lottery that was to come up with the remaining cash. The construction exceeded what was estimated and to make it worse the project was already late. This is because the original design of the Sydney Opera House kept changing. Methodology The roof of the Sydney Opera house is panels made from solid precast. They are usually supported by the ribs which are also made from concrete which is precast. The covering of the shells is whi te/cream tiles made from Sweden. If you observe the shell from a far, they appear to be in a uniform white. The exterior of the Sydney Opera Building consist of panels which are combined formed from pink granite (Hall, 1981). The artifact There are numerous reasons that are attributed to why the Sydney house of Opera has become an architect to recon about. One of the reasons as to why the Sydney house of opera has been associated as a piece of work worth writing home about is due to the fact that in 2007, June 28, the UNESCO made it a site for world heritage. This means that since the building has been made by the UNESCO as a site for world heritage, the parking space has numerous cars parked in it daily. The Sydney opera house has earned both Sydney and Australia recognition since it is a masterpiece in which modern architecture is represented. The Sydney house of opera has been classified as one of the best performing art centers (The Sydney House of Opera). In addition to that th e Sydney house of opera is among the most visited place by tourists that visit Australia. According to the Sydney opera house annual report of 2008/2009, the tourist attraction site hosts over seven million people who visit it every year (The Sydney Opera House Report, 2008). The Sydney house of opera parking space therefore is busy due to the numerous tourists who visit the Sydney house of opera. The many performing acts companies in Sydney also rely on the Sydney House of Opera as a venue of hosting its arts performance. Some of the organizations who are associated to it include the Sydney Symphony Orchestra, the Opera Australia, The Sydney Theatre Company and the Australian Ballet. Due to its association to many companies as their venue for performing acts, it is in fact one of the busiest performing centers in the globe as it hosts an average of 1,500 performances. The performances are attended by over one million people (Messent, 1997). The Sydney Opera House of Trust administe rs the Sydney House of Opera which is usually under the New South Wales Ministry of the Arts. Near the Sydney Harbor Bridge in the Sydney Harbor, the Sydney House of Opera is located on the Bennelong point. The central business district of Sydney is on the north eastern side of the Sydney House of Opera (Hall Todd Littlemore 1973). Furthermore, another reason why the performing arts centre has been attributed to a multitude of people visiting it is because the architecture of the building received the Pritzker Prize in 2003 as the highest honor. Many tourists and art lovers must make a stop at the Sydney House of Opera to make sure that they document its existence through their cameras as it is truly a landmark. Conclusion Although the Sydney Opera House is a masterpiece worth reckoning, there were numerous risks and problems that were associated to it. For starters, the building even began being constructed before its design was fully complete and this brought about the risk of co nfusion and possible bringing down to rectify the plan. The alteration of the design added to extra expenses being spent and additional time required a thing that could have been avoided if proper designing had been done initially. Though the original architect of the design left way before the completion of the building together with his drawings, the completion of the project was finished and opened as a performing art centre. References Andersen, MA, 2005, ‘Embedded emancipation: the field of Utzon’s platforms,’ Fabrications,  Vol.15, No. 1, 27– 37. Baume, M, 1967, The Sydney Opera House affair. Melbourne: Nelson. Boyd, R, 1973, ‘A night at the opera house,’ Architecture Plus, August 1973, 49–55. Braithwaite, D, 2007, ‘Opera House wins top status,’ The Sydney Morning Herald. Clark, RH, and Pause, M, 1985, Precedents in architecture. Van Nostrand Reinhold: New York. Dellora, D, and Wansbrough, I, 1998, The edge of the p ossible. Video recording narrated by Robyn Nevin, Film Art Doco Production and the Australian Film Finance Corporation, n.p. Drew, P, 1995, Sydney Opera House: Jà ¸rn Utzon. Architecture in detail series. Phaidon Press: London. Fromonot, F, 2000, Jà ¸rn Utzon: architect of the Sydney Opera House. Electa: Milan. Giurgola, R, 1980, Jà ¸rn Utzon in Emanuel, M (ed) Contemporary architects, Macmillan: London. Hall Todd Littlemore, 1973, Green book, State Records. US: New South Wales. Hall Todd Littlemore c., 1968, White book, AONSW reel 2559, State Records. US: New South Wales. Hall, P, 1981, Great planning disasters. Penguin: Harmondsworth. Kerr, J, S, 1993, Sydney Opera House: an interim plan for the conservation of the Sydney Opera  House and its site. Sydney Opera House Trust: Sydney. Messent, D, 1997, Opera House: act one. David Messent Photography: Sydney. Metcalf, A, 2001, Aurora Place, Renzo Piano, Sydney. The Watermark Press: Sydney. Mikami, Y, 2001, Utzon’s sphere . Shokokusha: Tokyo. Murray, P, 2004, The Sage of the Sydney Opera House. New York: Taylor Francis. Nobis, P, 2004, ‘Utzon and the curved form world in Holm, MJ, Kjeldsen, K and Marcus, M (eds),’ Jà ¸rn Utzonthe architects’ universe, 2004, 46 – 53. Ove Arup Partners, 1973, ‘Special issue on the Sydney Opera House,’ The Arup Journal, Vol. 8, No. 3. Park, R, 1973, The companion guide to Sydney. Collins: Sydney and London. Romthon, Jr., and William, G, 2006, Project Management for Design Professionals. Chicago, Illinois: AEC Education. Rogers, R, 2001, The Independent, 27 June 2001, London, quoted in Carter, forthcoming. Sommer, D, Stà ¶cher, H Weisser, L, 1994, Ove Arup and Partners: engineering of the built  Environment. Birkhauser: Basel. Sydney Opera House Architect, 2000, ‘Jorn Utzon Sydney Opera house,’ retrieved https://www.sydneyoperahouse.com/our-story/the-architect-jorn-utzon.html The building-Sydney opera House, â⠂¬ËœThe Sydney opera house,’ retrieved https://www.sydneyoperahouse.com/our-story.html The Sydney House of Opera Annual Report, 2008/2009, Annual Report. Sydney: Australia. Utzon, J, 1965a, ‘The Sydney Opera House,’ Zodiac (Milan), No. 14, 36–93, reprinted in Weston, R 2002,134 –135. This essay on Sydney Opera House was written and submitted by user LaNu1t to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.